Chapter 11 Flashcards
Characteristics of High-Performing Teams
Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team
The Five-Stage Team Development Model
Forming Storming Norming Preforming Adjourning
Favorable High Performance Project Teams
Ten or fewer team members
Voluntary team membership
Continuous service on the team
Full-time assignment to the team
An organization culture of cooperation and trust
Members report only to the project manager
All relevant functional areas are represented on the team
The project has a compelling objective
Members are in constant communication with each other
Building High-Performance Project Teams
Recruiting Project Members
Factors affecting recruiting - Importance of the project - Management structure used to complete the project How to recruit? - Ask for volunteers Who to recruit? - Problem-solving ability - Availability - Technological expertise - Credibility - Political connections - Ambition, initiative, and energy
Establishing a Team Identity
Effective Use of Meetings
Co-location of team members
Creation of project team name
Team rituals
Managing Project Reward Systems
Group Rewards
Who gets what as an individual reward? How to make the reward have lasting significance? How to recognize individual performance? Letters of commendation Public recognition for outstanding work Desirable job assignments Increased personal flexibility
Managing Conflict within the Project Team
Encouraging Functional Conflict
Encourage dissent by asking tough questions
Bring in people with different points of view
Designate someone to be a devil’s advocate
Ask the team to consider an unthinkable alternative
Managing Dysfunctional Conflict
Mediate the conflict Arbitrate the conflict Control the conflict Accept the conflict Eliminate the conflict
Rejuvenating the Project Team
Informal Techniques
Institute new rituals
Take an off-site break as a team from the project
View an inspiration message or movie
Have the project sponsor give a pep talk
Formal Techniques
Hold a team building session facilitated by an outsider to clarify ownership issues affecting performance
Engage in an outside activity that provides an intense common experience to promote social development of the team
Project Team Pitfalls
Groupthink - Illusion of invulnerability, Stop looking at critical issues
Bureaucratic Bypass - Negative stereotypes – us v. them
Pressure & exclusion
Loss of perspective – taking on the perspective of the client – not distancing enough
Work arounds
Team infatuation – like a love relationship
Suggestions for Project Managers
Build relationships before you need them.
Trust is sustained through frequent face-to-face contact.
Realize that “what goes around comes around.”
Forming
During this initial stand member get acquainted with each other and understand the scope of the project
Storming
This stage is marked by a high degree of internal conflict. Members accept that they are part of a project group but resist the constraints that the project and group put on their individuality.
Norming
the third stage is one in which close relationships develop and the group deminstrates cohesiceness
Performing
The team operating structure at this point is fully functional and accepted
Adjourning
The last stage and wrapping up of the project.
